Published By: Workday
Published Date: Oct 13, 2017
This new Harvard Business Review Analytic Services report sponsored by Workday explores companies’ strongest catalysts for change, as well as desired business outcomes. The study looks at how the C-suite is driving successful change within the midmarket and integrating systems to improve planning and collaboration.
In this webinar, experts discuss how data and analytics can be applied to improve health program outcomes and how social determinants of health affect risk. It includes a case study on how the application of advanced analytic methods helped to decipher the impact of high-priced specialty drugs on the overall population. The experts also address how artificial intelligence can drive better decision-making, improve population health and cut costs.
With the advent of big data, organizations worldwide are
attempting to use data and analytics to solve problems previously
out of their reach. Many are applying big data and analytics
to create competitive advantage within their markets, often
focusing on building a thorough understanding of their
High-priority big data and analytics projects often target
customer-centric outcomes such as improving customer loyalty
or improving up-selling. In fact, an IBM Institute for Business
Value study found that nearly half of all organizations with active
big data pilots or implementations identified customer-centric
outcomes as a top objective (see Figure 1).1 However, big data
and analytics can also help companies understand how changes
to products or services will impact customers, as well as address
aspects of security and intelligence, risk and financial management,
and operational optimization.
High-priority big data and analytics projects often target customer-centric outcomes such as improving customer loyalty or improving up-selling. In fact, an IBM Institute for Business Value study found that nearly half of all organizations with active big data pilots or implementations identified customer-c entric outcomes as a top objective (see Figure 1).1 However, big data and analytics can also help companies understand how changes to products or services will impact customers, as well as address aspects of security and intelligence, risk and financial management, and operational optimization.
Fostering a positive relationship with a hiring manager is a journey that involves both patience and an honest assessment of the current state of the relationship. Bersin by Deloitte research found the most influential predictor of TA performance outcomes is a strong relationship between the recruiter and the hiring manager. In fact, this relationship is four times more influential than other TA performance drivers.¹
Many TA leaders also believe their recruiters are perceived with high regard by hiring managers and company leadership. However, a study by ERE Media found that recruiters and hiring managers have different views of recruiter performance—with recruiters giving themselves an average performance grade of B and hiring managers giving recruiters an average grade of C-plus.²
Robin Erickson, PhD, Vice President of Talent Acquisition, Engagement, and Retention Research at Bersin by Deloitte, Deloitte Consulting LLP, will share five steps that TA leaders and recruiters can tak
Read this Microsoft case study about how Microsoft's Consumer Support Services - with its global network of support centers and thousands of agents - used digital motivation to drive agent performance and learning.
Microsoft wanted new ways to recognize and reward agents while increasing their productivity. The
focus was to change behaviors, develop skills, encourage sales, and drive outcomes.
Microsoft identi?ed gami?cation as a solution to these needs. The company believed it could be more successful at encouraging and recognizing agents for positive outcomes through each customer interaction. Read the case study to learn how Microsoft:
Increased productivity through gamification
Drove agent performance with rewards, to change behaviors and business outcomes
Improved agent knowledge and ability to apply the new information learned.
47 business outcome studies were conducted for clients across multiple industries for the 2011 Business Outcomes Studies Report. It demonstrates the value of online talent measurement solutions against metrics specific to the goals of each organization.
Published By: BambooHR
Published Date: Dec 16, 2015
Strategic HR means managing HR in a way that supports the company’s long-term business goals and outcomes. In essence, it goes far beyond the administrative duties HR has been known for and applies HR principles and practices to overall business strategy—both now and in the future. But while HR professionals recognize the importance of strategic HR, a recent study shows that not nearly as many HR professionals actually practice it.
This EMA white paper investigates virtualization management issues in detail, outlining the key drivers and outcomes of virtualization, explaining critical inhibitors to virtualization success (and how to overcome them), and describing core virtualization performance management solution requirements. It also briefly describes one such solution, the eG Enterprise Suite, and includes a short case study highlighting this solution in action.